TALENT RETENTION –KEY FACTORS FOR CONSIDERATION

Introduction 

Organisations are desirous of retaining star employees not minding whether those employees are actually happy with their job and the organisation. Decision to quit an organisation in most cases are products of many factors, these factors could be personal, organisational and environmentally induced. In reality, it is very hard to achieve 100% retention of key talents all the times but organizations can put in place measures capable of addressing avoidable exit of key talents.  

Factors responsible for key talent exit. 

Different people quit for different reasons. The following are some of the reasons while talented employees quit.

 Lack of competitive pay 

 In today’s labour market, information as to the average pay for a particular role is just a click away. Star employees are going to leave your organisation if the pay gap is wide enough to be seen as being cheap. Most star employees are only holding on to the present role in search of a better alternative in a situation where their current pay is below the industry average. To retain your talented employees you must pay them well.  

Lack of appreciation 

 Human being by nature value appreciation for a job well done. Some organisations are notorious for overlooking great efforts from dedicated employees but are quick at rolling out sanctions at every given opportunity. Excellent performance should never go unappreciated. 

Lack of opportunity for advancement

  Organisations that are not deliberate about growing talents from within to fill key positions are usually prone to exit of talented employees due to the perceived lack of opportunities for advancement. As long as talented employees have nothing to look up to in terms of advancement opportunities; they equally have nothing holding them to remain with the organisation.  

The future of the organisation 

The future of an organisation in terms of prospect, going concern, survival, growth and profitability is a key determinant of retaining key talents. There is no point staying with an organisation with no prospect of growth and/or survival. The current health of an organisation is major factor affecting talent retention. No serious employee would like to go down with a sinking enterprise.  

Organisational Culture 

Organisational culture has the potential of encouraging employees to stay with it or go elsewhere. Organisations that are always in the news for the wrong reasons must find it difficult to retain existing talents and attract new talents. Organisations must promote a culture that rewards merit and promote equity, justice and fairness.  

Managers and Supervisors attitude 

The influence of managers and supervisors in driving talent retention or otherwise in an organisation is very huge. Supportive, engaging and genuine passion of managers and supervisors to mentor subordinates for future growth and career advancement is germane to talent retention. 

 Conclusion 

Continuous retention of key talents is very important to any organisation that must grow and survive in today’s dynamic, competitive and complex business environment. To do this successfully, a better understanding of key trigger of talent exit must be done and a strategy to address it put in place.

MANAGING WORKPLACE DEPRESSION

Introduction 

Depression is a silent killer. It has no respect for status, position, gender or financial standing. Employees irrespective of their current position can experience depression at work. Not even the Managing Director is immune from workplace depression. Research over the years revealed that depressed employees report significantly more health-related loss of productive time, higher rates of absenteeism and job turnover, than those without depression. 

 American Psychiatric Association (APA) portrayed Depression as a common and serious medical illness that negatively affects how we feel, think and act. According to World Health Organisation, Depression is a common illness worldwide, with an estimated 3.8% of the population affected, including 5.0% among adults and 5.7% among adults older than 60 years. 

 Depression may come as a result of internal and/or external pressures to meet work related deadlines. Depression can also set in as a result of pressure from the society, home and from the inability to meet the growing financial obligations. Managing workplace depression in such a way that health and wellbeing is not compromised is critical to success at work, now and in the future. 

 Signs of Depression 

There are certain signs to watch out for while looking out for possible incident of depression at work. Managers, Supervisors, Colleagues, and HR Practitioners should look out for obvious signs of depressions at work. 

The signs to look out for as major pointers to workplace depression include but not limited to the followings. 

 a. Restlessness

 b. Feeling worthless or displaying obvious low self-esteem 

c. Withdrawing from colleagues 

d. Persistent sadness or moody

 e. Trouble concentrating or maintaining focus 

f. Suicidal Ideation 

g. Complaints of unexplained aches and pains 

h. Alcohol and/or drug abuse 

i. Sleeping too little or sleeping too much

 j. Decreased productivity

 k. Difficulty concentrating, remembering, or making decisions. 

 If any of the above listed signs are being exhibited by employees who were once agile; this should call for a very serious concern and urgent intervention.  

The possible solution 

 Managers and Human Resources department should work together in ensuring that depressed employees are provided with the needed support to bounce back. 

The possible interventions could be in the form of being visible and available to help the depressed employees. Alternative work arrangement could also be worked out for depressed employees to reduce undue pressure. 

 Suicidal comments should never be ignored from employees as this is a good clue to reveal the danger ahead. Employees with suicidal comments should be referred to expert for professional counseling and healing intervention without delay. 

Depressed employees must be intentionally involved in social activities at workplace to help address their withdrawal tendencies and get them engaged productively. Managers and Human Resources personnel must maintain the confidentiality of depressed employee’s status. Their condition must never be the subject of open discussion to avoid a dangerous relapse. 

Organisations should also prepare employees ahead psychologically against possible future economic, social and environmental situations that could bring about depression. There should be a deliberate education of employees about depression with focus on causes, effects and possible solution. The working condition at the workplace must be such that is right and adequate to guarantee health and safety of employees.  

Conclusion

 Responsible organisations must build awareness about depression across the organisation. Creating awareness within the organisation has the potential for encouraging employees to speak up and not die in silence. Employer’s positive impact in helping employees navigate the turbulence may be a critical factor in future retention. Organisations should therefore make the experience worthwhile for depressed employees.